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The York Rite Spirit of Differences Karl J. Krayer, Ph.D. I: Grand Marshal – Grand Council, R.&S.M. of Texas.

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Presentation on theme: "The York Rite Spirit of Differences Karl J. Krayer, Ph.D. I: Grand Marshal – Grand Council, R.&S.M. of Texas."— Presentation transcript:

1 The York Rite Spirit of Differences Karl J. Krayer, Ph.D. I: Grand Marshal – Grand Council, R.&S.M. of Texas

2 Cope? Manage? Eliminate? Prevent? Approaches to Differences

3 — Differences are our Fuel

4 Our Attitude toward Differences What do participants in meetings you have attended usually think about people who express ideas that are counter to those expressed by the rest of the group ?

5 — New Attitude about Differences I’m glad you see it differently…. let’s talk about it!

6

7 — Do You Have a Person in Your Life… who will tell you how he or sees an issue…. instead of what you want to hear?

8 Why are people reluctant to disagree with others in meetings, gatherings, or classes? Question

9 Reasons People Will Not Disagree with Others in Meetings  Status differences  Wonderful moods, atmosphere, and climates  No reasons to disagree  Lack of confidence in how to disagree  Time constraints  Fragile relationships  Immaturity in participants

10 — Why is maximizing differences important to success? Maximizing Differences

11 “…corral everyone…who knows something relevant about the subject at hand and thoroughly debrief them…join in a fierce, no-holds-barred debate about which decision to make” Jack Welch’s Decision-Making Method

12 Welch called this ‘constructive conflict’ The premise is that if an idea can’t survive a spirited argument, the marketplace will surely kill it. Jack Welch’s Decision-Making Method

13 “Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views, the dialogue between different points of view, the choice between different judgments. The first rule in decision-making is that one does not make a decision unless there is disagreement.” Peter Drucker

14 — Bay of Pigs – 1961 Challenger Explosion – 1986 Columbia Explosion Three Disasters in American History

15 “Cultural traits and organizational practices detrimental to safety and reliability were allowed to develop, including: reliance on past success as a substitute for sound engineering practices; organizational barriers which prevented effective communication of critical safety information and stifled professional differences of opinion.” Dallas Morning News, August 27, 2003, p. 17A Columbia Disaster

16 — Remember Productive conflict focuses on issues Unproductive conflict focuses on people

17 Productive Conflict is Issue-Based Questioning of positions, rationale, and underlying assumptions Disagreeing with supporting evidence Producing counter-positions and evidence

18 Smooth-running meetings, characterized by agreement among participant, is evidence of a good group or team If a group does not need to meet to disagree, why does it meet in the first place? Myth

19 Test ideas before implementing Slow down the quick decision where unanimity and progress is the major goal Advantages of Expressing Differences in Meetings

20 "Tell me why this won't work“ “I need to hear at least one other idea before we decide” The Devil’s Advocate

21 — Differences are not….. threats to peace, harmony, and brotherly love They are the way we strengthen this in each of our York Rite bodies

22 — When we agree to disagree, and focus our conflict on productive issues, we build: Trust Respect Relationships

23 — The Abundance Mentality

24 — OH6.24 Thank You!


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